The last thing anyone wants to add to a full calendar is a meeting. Absolutely no one on the planet wants to spend part of the regular workday to accommodate a discussion that can very well go nowhere.
Did you know most professionals attend a total of 61 meetings a month?! All of them definitely don't go to plan. So, here are a few ideas on how to take charge and bring the focus back.
Yes, you’ve read the title right. Remove the notion that a meeting must be in-person or face-to-face or even sharing ideas at the same time. That's right. Think about it differently.
Here at RainKraft, we actually love our meetings. As a small yet distributed and growing team, it is safe to say that we’ve figured out how not to waste time with the single greatest time-consuming endeavour invented by mankind.
Why do so many institutions and organizations love the bell curve so much? Because, as human beings, we like to compare. It is also perhaps an easy out that seemingly benefits the entire system. Why not just create 'healthy' competition? Why not just decide 'who is better' rather than deep dive into 'are they at their best'? There must be a better way to run performance reviews...
Isn’t it simpler to be the ice-cream seller rewarding every child than the school teacher telling them right from wrong? It is an equally tough job to be a manager when it comes to judging the performance of an individual and bringing the best out of them.
In this article, we discuss the three A’s of difficult conversations, and how you can implement them in the context of performance appraisals.
It is that time of the year when, for once, you are worried more about your performance appraisal than your kid’s exams. Parent-teacher meets are more appealing than the prospect of an appraisal discussion with your boss.
But, have you ever considered why, even after all these years, appraisals remain an unpleasant experience for everyone involved? Could it be that a bit of preparation from your end could lead to a productive discussion?
Why do some people have a specific skill set? Who do some people take to mathematics like fish to water while others struggle and suffer? Research shows that to build and master any skill, it is essential to hone that skill over time. Decision-making is no exception. The more choices you tackle, the better you get at it.
Decision-making, especially under pressing conditions, is not a skill that comes naturally to all of us.
The month of March is a time when we review our performance in the past year, which is why we have chosen ‘Decision Making' as the theme for the month to help you get a good start in April.
Isn’t it rare to find a team that respects their time off as much as they respect the days at work? Over time, these are the companies that people choose to work with. It is a decision driven not by money or motive, but by that elusive parameter that so many companies try hard, and fail, to get right- satisfaction.
Sometimes, it isn’t just up to the individual to find joy in what they do. Sometimes, we need to go the extra mile and make coming to work worth their while. Gone are the days when the paycheck was enough incentive to go to work. Millennials today demand more. Here’s how to meet those expectations without burning an extra-large hole in your company cash flows.
Does the next pay raise always seem to be on the distant horizon? Here’s the thing about getting paid- if the work-for-money agreement came along too easily, there’s a good chance that you might feel let down at some point. In the course of watercooler talk, you may hear about someone else in the same position getting paid a lot more. Or perhaps, you work years at a company with no sight of a raise on the horizon, but you don’t want to have ‘the talk’ because you love the place.
There’s a great saying that goes like this- do what you love, and you’ll never have to work another day in your life. However, many of us may have a bone to pick with that advice. Sometimes, doing what we love is not an option in the circumstances we are in. Or maybe, doing what we love just doesn’t pay the bills.
Design Thinking is a mantra now. Why? Companies have, since time immemorial, be plagued by one of two problems. Firstly, leaders choose to rely on data points to extrapolate into the future- this approach fails sometimes because scaling is a job done by human beings, and is not the same as moving from two production machines to ten or two cities to five. Secondly, they depend on instinct more than evidence. If Nobel Laureate Daniel Kahneman is to be believed, depending on instinct is the greatest pitfall we encounter when making long-term decisions.
Today, a job description is almost obsolete. Even the most skilled professionals find themselves learning something new, or upskilling themselves, every few years. Employees who miss the chance, or lack the inclination, to grow, often find themselves sidelined very soon. At RainKraft, one of our goals this year is to help upskill individuals who can then become valuable assets to an organization.
In part one of this series, we considered why resolutions fail and how turning them into actionable goals helps us stay on track. Now let's look at the process of goal setting itself. We are sure you remember the SMART mnemonic for goals, and we don't blame you for resenting it just a little bit. However, the mnemonic sticks because it works.